{CoordinatedCompetencyDevelopment}  
Pattern Index

Intention Hierarchy
Problem The company needs to have a holistic approach to working with competency, with activities being co-ordinated and supporting each other.
Context In traditionally regulated ESI companies the change of competency needs has often been slow and the need for co-ordination is low. Competency activities are therefore considered to be not very strategic and are to a large extent delegated to local managers and not followed up as tightly as the technical issues of power production and distribution.  Competency related activities are not seen as being of importance in relation to the typical ESI focus on the technical issues of power production, supply and distribution. Competency activities are thus fragmented and not co-ordinated. In a deregulated market, the demand for new competencies is changing much faster and as a consequence the competency management activities need to be more co-ordinated
Forces The large number of organisational entities may preclude a holistic approach. 
A decentralized organisation with units relatively independant and/or geographically spread out, has greater difficulty in maintaining co-ordination.
Solution A number of interrelated mesures need to be introduced. These include: 
  • Follow up procedures 
  • A common vision 
  • Co-ordinated activities between divisions 
  • Auditing and revision of competencies 
  • Process for planning, recruiting, phasing out and exchanging competencies
  • Systematic follow-up procedures linked to a measurement system for reinforcing the vision


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Rationale Co-ordination of competency related activities will enable the organisational sub-units to assist each other in achieving the company's objectives and avoid redundant and duplicate activities.
Consequences The company will be managed in a more management-by-objectives type way. Synergy effects will be created by all the competency activities being co-ordinated. The various organisational units will be able to take advantage of each others competency activities. 
Authors KTH,  Vattenfall AB, Sweden.
Related Patterns Change Process Patterns
This is a subpattern of:  StructuredCompetencyManagementRoutines
This pattern is related:  PlanningForUnpredictableCompetencyNeeds

Product Patterns
This pattern is related to: CompetencyPlanningLevels
This pattern is related to: BusinessAreaHumanResourcePlanning
This pattern is related to: AvailableCompetency
This pattern is related to: EmployeeIndicatorsOrganisationalUnitLevel

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Copyright ELEKTRA Consortium 1998
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